Into Africa: Investment prospects in the sub-Saharan banking ...Document Transcript
Into Africa: Investment
prospects in the sub-Saharan
Once seen as unpromising and overly risky, sub-Saharan • Africa’s economy set to expand by 6.2% in 2008,2 buoyed
Africa is now one of the world’s fastest growing emerging by high commodity prices, along with increasing
banking markets and an increasingly sought-after liberalisation and commercial diversification. Oil producing
investment destination. states are set for especially exceptional growth
Economies are expanding rapidly on the back of soaring oil • Regional banking markets are expanding rapidly as
and mineral prices, while steadily increasing consumer commerce grows and incomes increase. Banking assets
affluence is creating fresh demand for banking services. in Nigeria, the largest of our featured countries, are
M&A activity has been growing as groups seek to increase growing at more than 30% per annum (see Figure 2
their strategic coverage and tap into this demand. on page 5)
This flyer, prepared by PricewaterhouseCoopers’1 • In the past, poor infrastructure and limited branch
professionals from around sub-Saharan Africa, looks at the networks have restricted access to banking services,
prospects for investment and development in the region. especially in rural areas (most featured countries have
It focuses in particular on what, after South Africa, are the barely one branch per 50,000 people – see Figure 5 on
region’s 10 largest economies. South Africa’s economic size page 7). Now, banks are investing in the development
(more than all 10 featured countries, put together) and of distribution. This includes both new branches and
advanced market development would make it the subject innovative mobile/e-banking strategies that bring hard-to-
for a separate report and is therefore not covered directly in reach customers into the banking orbit
• While organic development is an option, it can take many
years to develop competitive scale. Acquisition may
Countries included in the flyer provide faster market entry and development, yet prices
Uganda can be high
English • International groups already have a strong presence in
several leading regional markets. Recent acquisitions by
35 million leading groups such as Barclays and Standard Bank have
Senegal heralded the onset of a fresh wave of investment (see
12 million Figure 11 on page 12)
$13 billion Tanzania
23 million Nigera $13 billion
English $115 billion 40 million
145 million English
16 million Mozambique
Portuguese $8 billion
Key Botswana Zambia
$10 billion $11 billion
■ Country included 2 million 12 million
in report English English
Source: International Monetary Fund and CIA World Factbook.
1 ‘PricewaterhouseCoopers’ refers to the network of member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity.
2 ‘Economic Report on Africa 2008’, published by the United Nations Economic Commission for Africa and the African Union on 2.4.08.
2 Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers
Sub-Saharan Africa is experiencing an economic resurgence.
Africa’s GDP more than doubled between 2000 and 20063 The region’s improving prospects have been underpinned
and its economic momentum continues to gather pace. by growing political stability, including the cessation of civil
GDP grew by 5.8% in 2007 and is set to increase by 6.2% conflicts (notably Angola in 2002) and consolidation of
in 2008.2 Central Africa has experienced the fastest democracy within many parts of the region. Many
acceleration in economic expansion,3 with growth expected governments have also instituted more effective macro-
to rise from 3.9% in 2006 to 6.3% in 2008, although this economic management and taken steps to open up and
generally remains the most underdeveloped of Africa’s improve the efficiency of commercial markets (the region
regions. Of the 10 countries expected to record the fastest recorded the largest improvement in the pace of reform of
GDP growth in the world in 2008, three are from sub-Saharan the business climate between 2002 and 2006, according to
Africa, including Angola at number one.4 the World Bank11). Programmes of reform include the growing
liberalisation of the banking sector within many states.
The main driver of sub-Saharan Africa’s economic
resurgence is the rising prices and global surge in demand These increasingly buoyant prospects are attracting
for oil and minerals, especially from the rapidly developing increasing foreign direct investment (FDI) (see Figure 1 on
Asian economies. Angola and Nigeria are major oil exporters page 4). China is a key source of investment in the
and their respective economies are expected to grow by development of oil and mineral extraction and related
21%5 and 7%6 in 2008 (growth in oil-producing countries infrastructure as it seeks to secure supplies of strategic
has been around 1% ahead of the overall African average7). natural resources. Hu Jintao, the President of China,
Botswana, Zambia and Mozambique benefit from the export announced preferential credit of some $3 billion during his
of diamonds, copper and aluminium, respectively. visit to Africa in 2007.12
The resurgence also reflects the increasing development and The Sino-African partnership has now extended to banking
diversification of the sub-Saharan economies in areas following the $5.5 billion acquisition of a 20% stake in
ranging from telecommunications to tourism. Mobile phone Standard Bank by the Industrial and Commercial Bank of
penetration in Africa more than doubled between 2001 and China (ICBC).13 Jacko Maree, Standard Bank Group Chief
2006 and is now around 25% of the population,8 paving Executive described the deal as not only a ‘vote of
the way for the rapid development of mobile banking (see confidence’ in South Africa, Standard’s home market, but
page 6). Africa as a whole (Standard offers services in 17 African
states14). ‘The partnership establishes a financial services
Sub-Saharan tourism is growing at around 10% per annum
gateway between Africa and China, through an alliance of the
(Kenya and Uganda by more than 15% pa), bringing in
largest banks in these regions’, said Mr Maree.15 Africa is now
$24 billion in receipts in 2006 and making this the fastest
also on the private equity radar, drawing more than $3 billion
growing region for tourism in the world.9 Receipts are still only
in investment in 2007, with global emerging market funds
3% of the global total and therefore there is considerable
deploying around 10% of their portfolios on the continent.16
room for further growth, although considerable infrastructure
development may be needed to achieve the full potential. The asset value of banks in our 10 featured countries has
increased rapidly on the back of economic expansion (see
Further stimulus for economic expansion is set to come
Figure 2 on page 5), with Nigeria leading the way. Yet,
from the fast growth in the region’s population (the population
market development is building up from an extremely low
of sub-Saharan Africa is projected to grow from around
base, as measured by the bank asset to GDP ratio in
760 million in 2008 to 1.7 billion in 2050 – one of the
comparison to South Africa (see Figure 3 on page 5). The
fastest regional growth rates in the world10), raising
total bank assets in our 10 featured countries are still less
demand and ensuring a sustained increase in the supply
than that of South Africa’s Standard Bank ($175 billion14).
of available labour.
2 ‘Economic Report on Africa 2008’, published by the United Nations Economic Commission 10 International Union for the Scientific Study of Population, ‘Population growth and human
for Africa and the African Union on 2.4.08. welfare in Africa (2006–2009)’.
3 ‘Africa records fastest acceleration of growth in two decades’, published by African 11 ‘Accelerating development outcomes in Africa – progress and change in the Africa Action
Development Bank, 14.5.07. Plan’, a report published by the World Bank on 23.4.07.
4 Economist Intelligence Unit projection, 19.12.07. 12 New York Times, 30.1.07.
5 Economist Intelligence Unit projection, 4.4.08. 13 Standard Bank media release, 27.10.07.
6 Economist Intelligence Unit projection, 5.4.08. 14 The Banker, July 2008.
7 ‘Economic Report on Africa 2007’, published by the United Nations Economic Commission 15 Joint presentation by ICBC and Standard Bank to mark the announcement of their strategic
for Africa on 4.4.07. partnership, 25.10.07.
8 World bank ‘Africa Development Indicators 2007’. 16 ‘Africa: An emerging markets frontier’, a report published by the OECD Development Centre
9 United Nations World Tourism Organisation ‘Highlights 2007’. on 10.12.07.
Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers 3
While the still largely untapped potential is evident, sub- cases have also highlighted the risk of fraud, both of and
Saharan Africa faces considerable economic risks and within the banking sector, ranging from the sale of bank
challenges. While diversifying, many countries are vulnerable details retrieved from recycled computers19 to allegations
to any sustained fall in the price of commodities, although of collusion in money laundering by corrupt officials.20
demand is likely to remain robust as Asian manufacturing
Poor infrastructure can raise production costs and make
continues to expand. Inflationary pressures could also
it harder to reach customers. Businesses can be further
continue to mount, especially in large oil exporting countries
hampered by high tariffs, red tape, cumbersome tax systems
– more than half of Africa’s countries have inflation of more
and arbitrary decisions by officials.
than 5% pa (more than 60% of Africa’s oil producers have
inflation of more than 5% pa).17 Sub-Saharan Africa also continues to grapple with the
impact of climatic volatility and health issues, including HIV/
Political stability remains fragile, as the contested elections
AIDS (22.5 million people in the region live with the virus,21
in Kenya, Nigeria and Zimbabwe attest. Corruption remains
although prevention campaigns and anti-retroviral treatment
a concern. Of our 10 featured countries, five scored less
are beginning to slow down the increasing incidence).
than three out of 10 in the latest Transparency International
These issues inhibit development, especially among the
Corruption Perception Index and three between three and
poorest sections of the population. For banks and other
four (Ghana, Senegal and Tanzania).18 The notable exception
employers, there is also the high potential cost of healthcare
is Botswana, which at 5.4 is ahead of South Africa and
and sick leave.
several EU states. In recent years, a number of high-profile
Figure 1 – Foreign direct investment, 2003–2006
FDI (US$ Billion)
2004 2005 2006
Source: CIA World Factbook.
17 ‘Economic Report on Africa 2008’, published by the United Nations Economic Commission for Africa and the African Union on 2.4.08.
18 Transparency International ‘Corruption Perception Index 2007’.
19 ‘UK bank details sold in Nigeria’, BBC News Online, 14.8.06.
20 Global Insight, 17.12.07.
21 UNAIDS (www.unaids.org), 4.4.08.
4 Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers
Figure 2 – GDP growth vs banking asset growth (bubble size = GDP 2006)
Annual growth of total assets of banking
Botswana Ghana Angola
0% 2% 4% 6% 8% 10% 12% 14%
Annual real GDP growth 2000–06
Source: PricewaterhouseCoopers analysis.
Figure 3 – Total banking assets as percentage of GDP (2006)
Total assets as % of GDP
40% 36% 35%
South Africa Kenya Botswana Nigeria Ghana Senegal Tanzania Mozambique Uganda Zambia Angola
Source: Finscope and PricewaterhouseCoopers analysis.
Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers 5
The banking sector is growing rapidly, albeit from a low base.
Penetration E-banking also offers considerable potential. In 2006, more
than 20 of Nigeria’s banks issued InterSwitch debit cards,
Apart from Botswana, the penetration of banking in our
which enable users to undertake e-payments and other
featured countries is low in comparison to the more
online transactions. More than two million cards are now
developed South Africa (see Figure 4 on page 7), indicating
the potential for growth as incomes increase in the wake of
rapid economic growth. At present, many people still rely
on micro-credit or informal lending and have no bank
account in what remain largely cash-based societies, even Although retail banking services were until recently quite
among relatively wealthy citizens. limited across sub-Saharan Africa, local banks are now
responding to increasing consumer demand. As incomes
Low penetration is partly a result of income levels, although
rise, consumers are seeking to move away from reliance
an increasingly affluent urban middle class is now emerging.
on cash to the greater security and convenience of a bank
The low proportion of people with bank accounts also
account. A nascent market in mortgages and consumer
reflects infrastructure problems that have resulted in the
loans is also developing. The untapped potential is indicated
limited development of branch networks, especially within
by the fact that the credit to GDP ratio is 18% in Africa,
remote rural areas. Few countries are served by more than
compared to some 30% in South Asia; in Angola it is less
two branches per 100,000 people (see Figure 5 on page 7).
than 5%.26 A further source of demand is international
The potential size of the bankable population can be money transfer. Remittances to and within sub-Saharan
estimated by looking at the number of people who can Africa reached $30 billion in 2007.27
afford financial services (the Finmark Trust, a think-tank,
Stock market expansion is creating increasing demand for
sets a benchmark of 2% of income for affordable banking22).
broking services, much of which is met by banking groups.
By this reckoning, there are between 40 and 60 million
In Nigeria, for example, banks control around two-thirds
potentially bankable customers in sub-Saharan Africa.
of trading activity by value.28 Economic growth is also
Branch expansion to tap into this potential is accelerating, driving the expansion and development of corporate
both through the development of fixed and mobile offices. In banking, particularly in the areas of project finance and
Nigeria, for example, local banks taking part in a 2007 letters of credit.
PricewaterhouseCoopers survey estimated that the number
Overall, however, both retail and corporate banking are at
of branches would double by 2010 and automated teller
a relatively early stage of development, offering international
machines (ATMs) increase from less than 2,000 to more than
groups the opportunity to leverage both their expertise and
5,000.23 In Ghana, Barclays is targeting more than 150
capital. Brand and reputation rather than personal
branches by the end of 2008, an increase of 100% from
relationships tend to be the determining factors in choosing
a provider, which could give strongly branded international
Further distribution potential is coming from the rapidly groups an advantage in entering and developing their
increasing take-up of mobile phones. A number of mobile presence. Importantly, their brand and reputation could also
providers have established alliances to facilitate payments, help to attract the best staff at a time when competition for
withdrawals and money transfers via short message service qualified personnel is increasing.
(SMS). Services are available to people, even if they do not
have a formal bank account. A pioneering example is
M-PESA, a joint venture between Kenyan mobile phone
operator Safaricom and Vodafone, with worldwide
remittances facilitated by Citibank.25
22 Finmark Trust (www.finmarktrust.org.za).
23 ‘Initial perspectives on strategic and emerging banking issues in key African markets’, a survey report published by PricewaterhouseCoopers on 26.6.07.
24 PricewaterhouseCoopers analysis.
25 Citibank media release, 12.2.07.
26 Economist, 15.11.07.
27 International Fund for Agricultural Development ‘Remittance Forum’, updated 1.4.08.
28 Global Banking News, 7.12.08.
6 Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers
Figure 4 – Financially served adult population 2006
Formally banked Informally banked
South Africa 51% 16% 67%
Kenya 19% 43% 62%
Nigeria 28% 28% 56%
Botswana 43% 11% 54%
Tanzania 9% 37% 46%
Uganda 18% 20% 38%
Zambia 15% 19% 34%
0% 10% 20% 30% 40% 50% 60% 70%
Source: Finmark Trust and PricewaterhouseCoopers analysis.
Figure 5 – Number of bank branches per 100,000 people
South Africa 6.5
0 1 2 3 4 5 6 7
Source: PricewaterhouseCoopers analysis.
Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers 7
Number of banks Chartered also have a strong presence).’ In all of the
countries featured, a legal framework for the financial sector
The high number of banks operating in each country reflects
(including banking law) is or is in the process of being put in
the relative fragmentation of these markets (see Figure 6),
place (eg Zambia). All, apart from Uganda, Zambia and
although the top end of the market is often more
Mozambique, have moved to IFRS. Moreover, state holdings
concentrated. The impact of regulatory developments and
and restrictions on foreign investment are limited, especially
increasing competition could begin to reduce the number
in comparison to many emerging markets in Asia. However,
of banks, as has already proved the case in Nigeria.
as Figure 8 (on page 10) highlights, the degree of
commercial freedom within the banking sector varies. In
Regulation and liberalisation Kenya, no person is permitted to hold more than 25% of a
Banking sectors are benefiting from market reform. Nigeria bank’s capital. In Uganda, no individual or corporate body
led the way by raising the minimum capital requirement to controlled by a single individual can own more than a 49%
$200 million, leading to rapid consolidation (from more than stake in a financial institution. In Angola, foreign investment
80 banks to some 25 in 2007).29 Streamlined, better was until recently restricted to a few Portuguese groups,
capitalised and with more extensive reach, Nigerian banks although the market is now gradually opening its doors.
have been able to enhance their services and are in a better As Figure 9 (on page 10) highlights, profitability in 2006 was
position to compete and meet customer demands, while relatively healthy, considering that quite a number of banks
seeking to develop their international presence, both within had recently listed and were still putting their newly raised
the region and overseas. Other states may follow Nigeria’s funds to work. The relatively low return on equity (ROE) in
lead, though at present their minimum capital requirement is Nigeria and Kenya reflects a significant injection of new equity
generally below $10 million. capital through IPO and private placements. In terms of asset,
As Figure 7 (on page 9) highlights, South African and deposit and profitability growth, the performance is more
Nigerian institutions now dominate the list of largest impressive. Assets in the Kenyan banking sector grew by
banking groups based in the sub-Saharan region (certain 20% in 2007, deposits by 18% and profits by 34%,30 for
international groups such as Barclays and Standard example.
Figure 6 – Number of commercial banks, 2006
Number of banks
15 14 14
15 13 13
Kenya Nigeria Ghana Tanzania Uganda Angola Botswana Senegal Zambia Mozambique
Source: PricewaterhouseCoopers analysis.
29 ‘Initial perspectives on strategic and emerging banking issues in key African markets’, a survey report published by PricewaterhouseCoopers in 26.06.07.
30 Central Bank of Kenya Annual Report 2007 and Monthly Economic Review, December 2007.
8 Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers
Figure 7 – Top 15 banking groups (by assets) based in sub-Saharan Africa
All figures US$ million
Bank name Headquarters Assets Pre-tax profit
Standard Bank Group
South Africa 174,920 3,523
FirstRand Banking Group
South Africa 76,901 2,010
South Africa 71,454 1,319
South Africa 46,813 835
Nigeria 11,781 377
Nigeria 10,055 160
United Bank for Africa
Nigeria 9,479 202
Nigeria 8,265 183
Nigeria 8,716 202
First Bank of Nigeria
Nigeria 6,885 192
Togo 6,550 191
Guaranty Trust Bank
Nigeria 6,225 232
Union Bank of Nigeria
Nigeria 5,460 136
Mauritius Commercial Bank
Mauritius 3,479 98
Nigeria 3,001 81
Source: The Banker, July 2008 and annual reports.
Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers 9
Figure 8 – The Heritage Foundation Index of financial sector feedom
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Source: Heritage Foundation.
Figure 9 – RoE 2006
30% 29% 28%
20% 20% 18%
Botswana Mozambique Tanzania Zambia Ghana Angola Kenya Uganda Senegal Nigeria
Source: Banking supervisory reports and national banking associations.
10 Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers
International and regional groups are looking to strengthen their footprint as
scale becomes an ever-more important competitive advantage.
As Figure 10 (on page 12) highlights, international groups One of the most interesting developments is Ecobank’s
have already developed a strong presence in a number of acquisition of a controlling stake in EABS of Kenya.
our featured countries, with associations often rooted in Ecobank, which is active in most West African states, has
linguistic and former colonial ties. With the exception of ambitions to be a pan-African bank. ‘Our vision is to become
Nigeria, Barclays is strongly represented in the English- the largest bank in Africa and our entry into East Africa is
speaking countries, for example; French banks including part of that strategy. We have been looking for a partner who
BNP Paribas and Credit Agricole have a strong presence will be able to give us a countrywide footprint in Kenya,
in many Francophone countries such as Senegal; which is the most important financial hub in the region –
Portuguese banks including Formento and Millennium BIM we feel that EABS Bank fits the bill’, said Michael Monari,
are active in Angola and Mozambique. Ecobank’s Kenya representative. ‘The African banking
landscape is undergoing change and only banks with a
The region’s economic resurgence has been the catalyst for
pan-African footprint will remain competitive.’34
a renewed wave of cross-border investment (see Figure 11
on page 12). Key sources include international groups and Greenfield development is an alternative option. Standard’s
African banks looking to develop a stronger regional/ expansion plans include seeking a licence as part of a
continental presence, along with a number of financial reported move into Angola,35 for example. However,
buyers. Local institutions are keen to attract foreign capital developing the necessary branch network to achieve
and know-how, especially the product and risk management competitive scale can take many years. In an interview with
expertise needed to develop retail and SME services. the Ghanaian Chronicle in 2007, Craig Bond said that the
group would not be able to reach the scale it needed in
In 2007, Barclays acquired Nile Bank, Uganda’s seventh
many of its target markets through organic growth alone.
largest bank. ‘The combination sees the scale and global
‘A lot of our growth strategy has to be acquisitive’, he said.36
capability of Barclays coming together with the local retail
and regional expertise of Nile Bank. Nile Bank customers In what is still a relatively under-developed market, an
will be able to take advantage of Barclays’ comprehensive acquirer would have considerable freedom to select target
world-class range of services, products and capabilities, markets and develop an innovative operating model without
both here, across Africa and beyond’, said Nick Mbuvi, the encumbrances of legacy systems and practices.
Managing Director of Barclays Bank of Uganda.31 However, investors need to weigh the benefits of acquisition
against the cost and potential availability of suitable targets.
Strong regional players seeking to strengthen their footprint
Increasing recognition of the growth potential, along with
include Standard Bank, which acquired a controlling stake
deal size and control premium considerations, have led to
in Nigeria’s IBTC Bank in 2007. Craig Bond, Chief Executive
price-to-book ratios of between five and seven.
of Standard Bank Africa, said that ‘Standard Bank is proud
to add Nigeria to its repertoire of success stories’.32 Potential buyers will need to develop a strong relationship
and agreement on shared objectives with both the target
In 2007, Standard took control of CFC Bank in Kenya and
and the local regulator – despite the relative openness to
merged it with its local subsidiary. CFC is a medium-sized,
foreign investment, a predatory takeover would be virtually
primarily corporate-focused bank. ‘Large corporate and
inconceivable. They will also generally need to be closely
institutional deals will be enabled through the improved
involved in the development of strategies for transformation
technical support and the global market distribution
and growth in areas ranging from HR to service and product
capabilities of Standard Bank Group, which will be sustained
enhancement. The transfer of expertise is likely to include
by the larger balance sheet of the merged businesses’, said
bringing in managerial and technical personnel from more
a CFC media statement outlining the rationale for the deal.33
31 Barclays Bank media release, 27.2.07.
32 Standard Bank media release, 31.3.08.
33 CFC media release, 22.6.07.
34 Ecobank/EABS media release, 27.1.08.
35 Reuters, 30.1.08.
36 ‘Initial perspectives on strategic and emerging banking issues in key African markets’, a survey report published by PricewaterhouseCoopers on 26.6.07.
Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers 11
Figure 10 – Share of total assets held by foreign banks
Foreign owned % Locally owned
70% 50% 56% 64% 87%
76% 70% 50% 44%
Botswana Mozambique Zambia Tanzania Ghana Kenya Angola Nigeria
Source: PricewaterhouseCoopers analysis.
Figure 11 – Significant foreign investments in 2007 and 2008 to date
Announced Target Company Bidder Stake % Price ($m)
2008 EABS (Kenya) Ecobank Transnational (Togo) 75.00 –
2008 Loita Bank (Malawi) Ecobank Transnational (Togo) 73.00
2008 Uganda Microfinance (Uganda) Equity Bank (Kenya) 100.00 25.0
2007 IBTC (Nigeria) Standard Bank (South Africa) 33.30* 620.0
2007 Equity Bank (Kenya) Helios Investors 24.90 176.0
2007 Compagnie Bancaire de L’Afrique Occidentale (Senegal) Attijariwafa Bank (Morocco) 79.15
2007 CFC Bank (Kenya) Standard Bank (South Africa) 60.00* 273.0
Consortium including PROPARCO and
2007 Investment & Mortgages Bank (Kenya) 12.00 5.6
DEG Bank, Germany
2007 BDC (Mozambique) First National Bank (South Africa) 80.00 18.5
Consortium including Vectis Capital,
2007 Intercontinental Bank (Nigeria) 12.40 161.0
EMP Africa Fund, AIG Capital Partners
2007 Diamond Bank (Nigeria) Actis Capital LLP 19.10 134.0
2007 Zambia National Commercial Bank (Zambia) Rabobank (Netherlands) 49.00
2007 Nile Bank (Uganda) Barclays Bank (UK) 100.00 –
2007 Banque Internationale pour Centrafique (Central African Republic) Ecobank Transnational (Togo) 75.00 5.7
2007 Bank of Commerce, Development and Industry (Rwanda) Ecobank Transnational (Togo) 90.00 11.7
* Holding merged with existing national subsidiary – percentage is share in merged entity.
PricewaterhouseCoopers provided transactional support for seven of the deals listed.
Source: M&A Global and company announcements
12 Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers
Demand for banking services is likely to expand and While much of the investment to date has sought to deliver
become more sophisticated as economies move up a gear a fairly quick financial payback, the scale of the necessary
and wealth begins to permeate a growing consumer class. investment in acquisition and market development is likely
Banks are enhancing their product and distribution to grow and require a more long-term strategic approach
capabilities to tap into this expanding market. Market in securing a favourable return. This includes sustained
development is likely to include both branch and more investment in product and talent development.
innovative mobile/e-banking strategies.
Naturally, investors need to consider the risks of a still
Acquisition offers the fastest way to develop a competitive volatile and poorly developed region. Yet, the potential
presence in local and regional markets. Now is still a good rewards certainly merit a fresh look and could make
time to secure a share of this exciting growth, but potential investment ultimately worthwhile.
buyers need to move reasonably quickly. Prices are already
high and could conceivably increase still further, while the
choice of suitable targets may decline as interest and
acquisition accelerate. International groups are set to face
ever-stronger competition for the most attractive opportunities
from ambitious regional and pan-African players.
Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers 13
Nick Page, Partner (Editor) Naval Sood, Partner Quan Le, Senior Manager
PricewaterhouseCoopers (UK) PricewaterhouseCoopers (Kenya) PricewaterhouseCoopers (UK)
1 Embankment Place, Rahimtulla Towers 1 Embankment Place,
London WC2N 6RH Upper Hill Road London WC2N 6RH
United Kingdom Nairobi United Kingdom
firstname.lastname@example.org Kenya email@example.com
44 (0) 20 7213 1442 firstname.lastname@example.org 44 (0) 20 7213 2173
254 20 285 5296
Peter McCrystal, Partner
PricewaterhouseCoopers (South Africa) Peter Simon, Director
2 Eglin Road PricewaterhouseCoopers (UK)
Sunninghill 2157 1 Embankment Place,
South Africa London WC2N 6RH
email@example.com United Kingdom
27 11 797 5275 firstname.lastname@example.org
44 (0) 20 7804 0231
Nick Page is a partner in PricewaterhouseCoopers’ Financial Services Transaction Services team, based in London. Quan Le
and Peter Simon are senior members of PricewaterhouseCoopers’ Financial Services Strategy team, based in London.
Peter McCrystal leads PricewaterhouseCoopers Southern Africa Financial Services Transaction Services team, based in
Johannesburg. Naval Sood leads PricewaterhouseCoopers’ Africa Central Transaction team, based in Nairobi.
PricewaterhouseCoopers’ local and international teams can help companies to make acquisitions, divestitures and strategic
alliances and access the global capital markets. In each case we have the same overriding objective – to help our clients to
maximise the return on their deal. We are uniquely positioned to focus on the longer term return from each deal as our services
span the entire deal spectrum from strategy definition through deal evaluation to post-acquisition integration. Within the
financial services sector, we have a dedicated team of specialists with strategic, financial and operational skills, able to offer a
multi disciplinary strategy development and deals advisory service.
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14 Into Africa: Investment prospects in the sub-Saharan banking sector • PricewaterhouseCoopers
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